Fostering organisational citizenship behaviour in the Egyptian hospitality industry: the role of internal brand management and leadership styles

Abstract

PurposeThis study explores the intricate interplay between internal brand management (IBM), leadership styles, and organisational citizenship behaviour (OCB) in the dynamic Egyptian hospitality industry. The purpose is to investigate these relationships, considering the regional nuances of Southern and Northern Egypt.Design/methodology/approachA comprehensive investigation was conducted to examine the influence of IBM on OCB and the varying effects of leadership styles in this context. The study also explores the moderating role of leadership styles in the IBM–OCB relationship. The research is based on meticulous data collection and rigorous analysis.FindingsThe results affirm the central role of IBM in enhancing OCB within the Egyptian hospitality sector, irrespective of the region. Additionally, transformational leadership consistently emerges as a potent catalyst for OCB, while the direct impact of transactional leadership remains inconclusive. Transformational leadership exerts a moderating influence, strengthening the positive relationship between IBM practices and OCB.Originality/valueThis research contributes novel insights to the field by examining IBM, leadership styles, and OCB in the unique context of the Egyptian hospitality industry. The findings provide valuable implications for hotel managers and practitioners to develop strategies for enhancing employee commitment, fostering OCB, and gaining a competitive advantage in this thriving sector. The study also underscores the importance of considering regional nuances and tailoring management practices to specific contextual characteristics within the hospitality industry. This research represents an essential contribution, highlighting the significance of aligning IBM, leadership styles, and OCB to promote organisational success in the Egyptian hospitality industry.Graphical